Passionate curiosity, deep engagement with questioning mind and a balance of analytical and creative competencies

Confidence based on facing adversity, knowing capabilities

Collaboration, ability to “read” and shape team dynamics

Ability to translate complex to simple explanations

Fearlessness in acting on considered risks

These five characteristics augment qualities that might be considered “table stakes” – or “must-haves” for any leadership candidate:

Preparation

Patience

Navigating organizational obstacles

Building a team of diverse members by galvanizing with a clear mission and spending time with members

Bryant argues that these behavioral competencies may be developed through attentive effort, but he acknowledges that some people have greater natural predisposition and aptitude for these “ways of being.”

Both groups have questioned the applicability of mainstream recommendations in leadership development curricula when implemented by women, minorities and “people of color.”

Their continuing research agendas include analyzing the behavioral components of general recommendations such as “demonstrate gravitas” which the majority of top executives affirmed as “… critical for leadership. I can’t define it but I know if when I see it.”

These research organizations seek to more clearly define what these key executives see in critical leadership attributes like “gravitas” and to define them in replicable behavior terms.

-*Which leadership behaviors do you consider most important for any executive?
-*Which behavioral competencies are most crucial for aspiring women leaders?

6 thoughts on “Leadership Qualities that Lead to the Corner Office?”

Kathryn, thanks for this summary and particularly for summarizing the different advice the women might need to heed. Lois Frankel’s advice seems both approachable and achievable, measured and full of common sense. Thanks for introducing me to her! Jennifer

This is a very insightful piece, Kathryn. Lois Frankel’s advice directed toward women seeking leadership roles is blunt and honest. She’s right—in order to achieve your professional goals, state and initiate a course of action rather than waiting on chance. The leadership qualities that you mentioned are not innate, and further, being an entrepreneur is not for everyone. When I decided to go out on my own, I knew there would be highs and lows, but it was this simple fact that kept me motivated: Being an entrepreneur is demanding at times and frequently stressful, but always rewarding. I believe this acknowledgement is crucial for any executive, aspiring leader, or for those who seek to achieve their biggest professional dreams. –Allison O’Kelly, founder/CEO of Mom Corps

Thank you so much for your comment, Allison.
I so appreciate your positive acknowledgement of the challenges and stresses of leadership and particularly entrepreneurship.
Observers may simply see “success” and not fully appreciate the investments and compromises – sometimes steep – that all leaders and entrepreneurs can be called to make.
Thank you for suggesting the intentional and effort and work that go into non-innate leadership qualities, and mentioning that the demands and stresses can be “re-framed” as motivators to persist.
I needed this reminder today: Thank you, Allison, and thank you for the introduction to your work at Mom Corps.